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Retailers today are drowning in data but lacking in insight: They have huge volumes of information at their disposal. But they're unsure of how to sort through it and use it to make smart decisions. The result? They're struggling with profit-sapping supply chain problems including stock-outs, overstock, and discounting. It doesn't have to be that way. In The New Science of Retailing, supply chain experts Marshall Fisher and Ananth Raman explain how to use analytics to better manage your inventory for faster turns, fewer discounted offerings, and fatter profit margins. Featuring case studies of retailing exemplars from around the world, this practical new book shows you how to: · Mine your sales data to identify "homerun" products you're missing · Reinvent your forecasting and pricing strategies · Build end-to-end agility into your supply chain · Establish incentives that align your supply chain partners behind shared objectives · Extract maximum value from technologies such as point-of-sale scanners and customer loyalty cards Highly readable and compelling, The New Science of Retailing is your playbook for turning all that data into a wellspring for new profits and unprecedented efficiency.

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The case describes operations at a skiwear design and merchandising company and its supply partner. Introduces production planning for short-life-cycle products with uncertain demand and allows students to analyze a reduced version of the company's production planning problem. In addition, it provides details about information and material flows that allow students to make recommendations for operational improvements, including comparisons between sourcing products in Hong Kong and China.

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Teaches students how to match supply with demand for products with high demand uncertainty and a globally dispersed supply chain.

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Faced with an unprecedented number and variety of products on the market, managers are finding it more difficult to predict demand and plan production and orders accordingly. As a result, inaccurate forecasts are increasing and, along with them, the costs of those errors. A new approach to the entire forecasting, planning, and production process, accurate response entails first figuring out what forecasters can and cannot predict well. Then supply chains must be made fast and flexible so that managers can postpone decisions about their most unpredictable items until they have some market signals--like early-season sales results--to help correctly match supply with demand. Accurate response enables companies to use the power of flexible manufacturing and shorter cycle time much more effectively.

learning objective:

To see how companies can more correctly match supply to demand by postponing decisions about products with unpredictable demand until they receive signals of demand from the market.

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Retail inventory is a statistic that is closely watched by retailers as well as their investors, lenders, and suppliers. Retailers not only benefit from inventory, but also bear the cost of excess inventory. Investors, lenders, and suppliers interpret this statistic for signs of the retailer's health, future sales prospects, and impending costs. This article synthesizes the perspectives of investors, lenders, and suppliers on inventory. Moreover, the article shows that inventory turns, a commonly used metric to identify excess inventory, has important limitations that reduce its utility for all these stakeholders. It then presents a new metric, adjusted inventory turns, which can be effectively utilized by all stakeholders to assess whether a retailer is carrying too much or too little inventory.

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The Cleveland Clinic has long had a reputation for medical excellence. But in 2009 the CEO acknowledged that patients did not think much of their experience there and decided to act. Since then the Clinic has leaped to the top tier of patient-satisfaction surveys, and it now draws hospital executives from around the world who want to study its practices. The Clinic's journey also holds lessons for organizations outside health care that must suddenly compete by creating a superior customer experience. The authors, one of whom was critical to steering the hospital's transformation, detail the processes that allowed the Clinic to excel at patient satisfaction without jeopardizing its traditional strengths. Hospital leaders: (1) Publicized the problem internally. Seeing the hospital's dismal service scores shocked employees into recognizing that serious flaws existed. (2) Worked to understand patients' needs. Management commissioned studies to get at the root causes of dissatisfaction. (3) Made everyone a caregiver. An enterprisewide program trained everyone, from physicians to janitors, to put the patient first. (4) Increased employee engagement. The Clinic instituted a "caregiver celebration" program and redoubled other motivational efforts. (5) Established new processes. For example, any patient, for any reason, can now make a same-day appointment with a single call. (6) Set patients' expectations. Printed and online materials educate patients about their stays--before they're admitted. Operating a truly patient-centered organization, the authors conclude, isn't a program; it's a way of life.

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In 2005, USAID and the U.S. President´s Emergency Plan for AIDS Relief (PEPFAR), created the Supply Chain Management System (SCMS) to procure and distribute essential medicines and supplies; provide technical assistance to transform existing supply chains; and collaborated with in-country and global partners to coordinate efforts. The new US Global Health Initiative (GHI) initialized in 2010 sought to build on these efforts through strengthened platforms and systems. PEPFAR's five-year strategy, as contribution to the GHI, focused on transitioning the program from an emergency response to a sustainable, country-owned effort. The case describes the general approach designed by SCMS, the intricacies of its successful implementation in Ethiopia, and the challenges moving forward in that country.

learning objective:

The global health sector struggles with supply chain solutions to global drug supply and in-country delivery execution for a number of structural and bureaucratic reasons and in the case of addressing AIDS/HIV pandemic in developing countries, the struggle is no different. Seemingly SCMS's approach to managing global drug supply and in-country delivery execution has been driven by the emergency response framework of the initial incarnation of the US' PEPFAR strategy. As the strategic framework shifts for PEPFAR, how should the supply chain solutions in terms of SCMS' role shift? The teaching objective in this case is an opportunity for students to perform two tasks: 1) Deconstruct the nature and necessity of the supply chain roles of a particular actor in a global health supply chain. 2) Consider the options for shifting and possible dissolution of roles so as to meet new strategic imperatives.

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Healthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen, though, if healthcare also considered the question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.

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